Quản Lý Công Bài 6: Quản lý Kết quả Công việc

Quản Lý Công Bài 6: Quản lý Kết Công việc Nội dung Vì phải quản lý kết công việc Quản lý kết công việc Thảo luận: “Đề án 30: cách mạng quản trị Việt Nam” Vì phải quản lý kết cơng việc khu vực cơng Khái niệm Vai trị quản lý kết Thách thức Quản lý kết cơng việc (performance management) • Performance management can be broadly defined as ‘acting upon performance information’ (B&L) • Performance information: • to find out what works and why (not): learning > future • the steering and control function: monitoring > present • to give an account: accountability > past Vai trị quản lý kết cơng việc Strategy Policy Plan Process Activities Performance Quy trình quản lý kết production processes (e.g a tax return) decision-making processes (e.g a planning application) Vì phải quản lý kết khu vực cơng • PM: 1960s: áp dụng phương thức quản lý tư nhân vào khu vực công • Planning, Programming and Budgeting System (PPBS), management by objectives (MBO) • NPM (1980s): giảm quy mơ phủ, giảm ngân sách > tăng hiệu > đo lường kết > cơng cụ quản lý • OECD: performance as a driver for reform • Decline in trust of public institutions: performance measurement > indicators of quality of life, whole of government, trust, and quality of governance Quản lý kết quả: q trình phát triển Public Administration • performance (New) public Management • fully administratio developed n (classical performance Weberian management bureaucracy) • Focus on rules and processes • focus on inputs and efficiency Public Governance • Interorganization al collaboration and coproduction with service users and citizens Thách thức quản lý kết khu vực cơng • • • • • Lack of interest by politicians and/or citizens Vagueness and ambiguity of goals Indicators without targets and goals Window dressing and gaming Use, non-use, and abuse Phương thức 4C Quản lý kết công việc Mô hình đầu vào – đầu Đo lường kết công việc Phương thức 4C To be reviewed at least once every five years Every review had to apply the ‘4Cs’ methodology: Challenge the need for the service and the way it is carried out Consult with all relevant stakeholders Compare the performance of the service with other providers Compete – test the competitiveness of the service Phương thức 4C • Compare with others over indicators that measured: inputs, volume of activity, volume of output, productivity levels, unit costs, number of users, percentage of schoolchildren passing exams at 16 and 18, user satisfaction levels, reliability levels, numbers of complaints • The whole spectrum from inputs to outcomes, from efficiency to quality • Plan to improve its performance Mơ hình đầu vào- đầu (The input-output model) (Organization) Public policy Mô hình đầu vào- đầu (The input-output model) • Input: employees, money spent, hospital beds, public buses • Output: pupils taught, discharged patients, vehicle miles • Intermediate outcome: new knowledge, increased skills, recovered patients, user satisfaction with services • End outcome: increased grades achieved in schools, reductions in unemployment, increased health and well-being • Societal environment: age structure, growth of GDP (Organization) Public policy Đo lường kết công việc (Performance measurement) (Dooren, Wouter van & Bouckaert, Geert & Halligan, John, 2010 Chapter “Performance Measurement) Chỉ số kết (Performance indicators) Economy: input/input ratio, such as cost divided by the input • e.g the cost per employee, the costs per office Efficiency/Productivity: output divided by an input • e.g bus hours on the road per employee, shop or restaurant closures per inspection (for food inspection), crimes cleared up per police officer per day • a combined input indicator: a Total Factor Productivity index • efficiency indicator of unit cost (e.g cost per discharged patient, cost per crime cleared) Effectiveness: outcome divided by output • e.g number of complaints received about dirty streets per kilometres of streets that receive regular cleaning Cost-effectiveness: outcome divided by cost • e.g cost per unemployed person moving into employment Tiêu chuẩn công việc (Performance standards) Establish how well (or how badly) the organization is performing • a popular standard as a symbol of ambitious policies Sweden, for instance, was a forerunner in the go for zero policy regarding traffic casualties • a scientific norm, e.g for the maximum quantities of dioxin allowed in the food chain; vaccination levels needed to eradicate a disease (which often need to be 100 per cent) • by comparison, usually either between time periods or across organizations (benchmarking) Báo cáo cơng việc (Performance reporting) • the balanced scorecard (BSC) • the Common Assessment Framework (CAF) Source: Kaplan, Robert (2009) Thảo luận: “Đề án 30: cách mạng quản trị Việt Nam” Vấn đề đề án 30 nhìn từ góc độ quản lý kết hoạt động? Tại có nhiều vấn đề quản lý kết hoạt động Khu vực công? Những đặc thù hay khác biệt quản lý kết công việc Việt Nam quốc tế? Đề xuất hay gợi ý giải pháp